Separating workflow objects
A contact may have multiple projects; a property may interest several contacts. Therefore, differentiate the person, the property, and the sales opportunity. Assign a stable ID, a source, an owner, and a useful history to each file. Avoid duplicating a prospect as soon as they switch channels. During training, use only simulated data; in live operations, apply the relevant collection and access rules.
The method in practice
Separate person, opportunity and interactions. A person may have multiple projects; the same project may arrive through multiple channels. Before merging records, verify identity and context, then retain useful information from both exchanges. An automatic merge based on a first name creates errors; keeping two opportunities for the same search inflates metrics. Document the initial source and subsequent contacts using a consistent attribution rule. The pipeline describes the progress of a file, not the volume of messages received.
Fictional example
A person contacts you via web form and then via WhatsApp. You consolidate the exchanges after verification, rather than creating two independent follow-up tasks.
A new channel is not necessarily a new prospect.
Defining stage exit criteria
Useful stages describe observable progress: new enquiry, incomplete discovery, qualified project, viewing conducted, offer under discussion, confirmed outcome. Define what allows entry and exit for each stage. A scheduled viewing is not a completed viewing. 'Won' must not simply mean the client seems interested: select a genuinely confirmed closing event with the team.
The method in practice
Define entry and exit conditions for stages: new enquiry, initial contact established, qualified project, viewing scheduled, viewing completed, offer submitted, transaction preparation, closed or deferred follow-up. A scheduled viewing is not completed simply because the date has passed. A sent offer is not accepted due to a lack of response. Allow for backward movements and closing reasons. For each status, specify the expected evidence and the next action. The studio offers an initial trial; the workshop requires you to justify stage changes.
Fictional example
An opportunity remains at 'viewing scheduled' until the appointment has taken place. The feedback report will then dictate the next step.
The status describes a fact, not a hope.
Never leave an opportunity without a next step
For every active file, record the next action, owner, and clearly identified internal or agreed deadline. Internal reminders do not automatically grant permission to contact the client. If a project is placed on hold or lost, document the known reason without inventing causality. Maintain the necessary history and apply your organisation's data retention and access rules.
The method in practice
Replace 'follow up quickly' with 'send requested plan, owner Nadia, Tuesday before 4 pm, then propose agreed slot'. This level of precision avoids orphaned tasks. During a handover, ensure commitments and contact restrictions are clearly visible. Check inactive files and overdue deadlines weekly, without automatically adding messages. If a document creates a bottleneck, the action should focus on its issuer rather than the client. Separately measure time spent in stage, conversion to the next stage and drop-out reasons.
Fictional example
'On hold' becomes 'Request feedback on floor plans, via the agreed channel, on the agreed date; owner: Advisor A'.
A next action must be actionable by a colleague.
Your practical application work
A simulated file contains only the note 'hot client, call back'. Rewrite it so a colleague understands the exact situation.
- The status and its evidence
- The missing information
- The next action, its owner, and its deadline
Sources and benchmarks
- HubSpot · Pipeline ManagementReference source for the topic. Scenarios, working methods and durations are educational constructs created by CBE; the source does not certify them.
- CNDP · Direct MarketingProspecting framework and data protection. Scripts, CRM stages, and practice schedules are educational suggestions, not statutory requirements of the CNDP.